Project Office Management Manager

Family Description
Project Management (PM) comprises project management for execution of cross-functional / geographical projects and programmes from initiation to completion. Covers determination of project / programme goals and support of business objectives and strategies. Ensures projects / programmes achieve their targets, keep their schedule, and maintain estimated cost, time, and quality within planned scope. Covers management of risks that affect the delivery of project outcomes.
Subfamily Description
Project Management Office & Support (PMO) develops and ensures the implementation of Nokia's project management methodology, processes, tools, improvement, and efficiency programmes to ensure all internal and external customer project deliveries are made efficiently and with quality. Contains building of a more capable PM community by driving PM training and certifications across markets.

• Drives development and implementation of appropriate Nokia Project Management methodology, processes, tools, improvement and efficiency programmes to ensure all customer and internal projects* are delivered according to contractual obligations, within forecasted costs, time and required quality based on adequate mode of operation.
• Contributes / defines strategy for her / his area of responsibility and turns it into operational programmes and actions.
• Drives governance practices in line with adequate Nokia project management (PM) and according to BG specificities to ensure visibility of operational KPIs and performance / efficiency.
• Supports One CDM/BG DM and their teams during pre-sales and delivery phases by implementing adequate practices like project Great Start, quality gate reviews and PM audits.
• Ensures the availability and application of proper tools in customer / internal projects including availability of needed training and support in use phase.
• Drives continuous appropriate Nokia project management processes and tools improvement by collecting requirements including applicable loop back to global process / tool owner.
• Ensures availability of project / programme executive level information to CDM and their teams and appropriate geographical organisation by establishing / using reporting solutions.
• Creates and implements proactive cost management practice supported by engagement into operational reviews, action planning and follow-up.
• Supports / coordinates resource demand activities inside customer team, ensuring proper forecast and information availability.
• Drives development of PM capability management with appropriate external and internal certification portfolio.
• Supports PM community in capability and competence management activities including planning and implementation of PM capability framework.
• Coordinates PM competence development and certification programmes in respective BG / market.
• Acts as a coach for PM community based on priorities to ensure that objectives of the project are achieved.
• Drives PM knowledge management and best practice / lessons learned sharing within PM community.
• Develops and manages PMO communication and communities across global and market organisations. * The term “customer project” refers generally to all forms of Nokia customer contracts, projects with a definitive start and end, and programmes as collections of projects managed together for business benefits which may contain an ongoing operations business.

Impact
Impact is primarily short term and and typically functional, departmental or small single geographic in scope through management of resources. Accountable for departmenta/program goals, achievement and cost performance. Actions and errors will normally impact business, program, project, function. Marked contribution to defining the direction for new products, processes, standards or operational plans based upon business strategy.
Scope & Contribution
Individual Contributor: Independently carrying out consulting, specific functional work within a Business Unit/Geography. Assumes broad perspective. Resolves unique and highly complex problems within own discipline. Makes decisions about own and/or project work using known solutions as basis. Managerial/Supervisory: Typically second (occasionally first) level of solid line management. Effective management of resources and development/implementation of plans and processes. Interprets policies and establishes procedures. Increased awareness and influence of other functions outside of own business area. Decision making often repeated in similar manner - able to choose correct solution or modify existing solution.
Innovation
Highly independent and self directed. Develops plans, measures effectiveness. Assesses customer relationships and service levels. Can develop and implement complex and innovative concepts. Problems require searching and selecting. Anticipates problems, seeks opportunities. Models creative and innovative work methods.
Communication
Communicates with parties within and outside of own job function, which may include external customers or vendors depending upon the job function.Requires ability to influence others outside of own job area on policies, practices and procedures. Has cross-cultural knowledge and global mindset. Works to influence others to accept job function’s view/practices and agree/accept new concepts, practices, and approaches. Requires influencing others outside of own job area on policies, practices and procedures, e.g. by expressing complex information in an engaging and inspiring manner.
Knowledge & Experience
Management Experience / Mastery of a specific professional discipline combining deep knowledge of theory and practice within a function. Expert in more than one area, broad perspective. Typically requires 7-10 years extensive relevant experience and/or a graduate / postgraduate equivalent degree.

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